The document outlines 10 rules for common sense program management based on the work of Col. Lee Battle, director of the Corona/Discover satellite system. The rules are: 1) Put together the right team, 2) Execute or suffer the consequences, 3) Establish a credible baseline, 4) Control the baseline, 5) Manage risk, 6) Make the program schedule the leading indicator, 7) Solve problems when they appear, 8) Test and verify, 9) Communicate, and 10) Deliver. Each rule is then further explained in 1-2 sentences.
I put this workshop together to help a project that had an aggressive timebox. It was well received and helped identify a number of risks we mitigated against.
All project variables are random variablesGlen Alleman
All project variables - cost, schedule, technical and operational performance, risk are random variables. These variables represent uncertainty in the outcome of the project. This uncertainty creates risk. This risk must be "handled" in some way or it will unfavorably impact the success of the proejct.
You are a Risk Manager: Learn the questions of Why, What and HowAnwar Ahmadabidin
You are a Risk Manager and a CEO of your life.
Keep a Diary of Risks for Personal, Small business, Big business is necessary to clear your mind from lots of things to do.
Learning from 'Fire-Fighting' problem, what is not written, is as good as forgotten.
Risk Management Planning can be simple or complicated.
If you focus the Why we need manage risk and the question of What and How to do it, will become easier.
This presentation slide is prepared for a 45 minutes talk to a group of fellow professional trainers in the process of learning. At the end of the session however, the group leader make a remark that she does not understand what I am selling or what is the next action do I want the audience to take. So, version 2.0 of this presentation is coming along soon.
Managing risk is critical to delivering complex and innovative software projects. I put this presentation together for dev leads at Microsoft UK to explain why and how.
I put this workshop together to help a project that had an aggressive timebox. It was well received and helped identify a number of risks we mitigated against.
All project variables are random variablesGlen Alleman
All project variables - cost, schedule, technical and operational performance, risk are random variables. These variables represent uncertainty in the outcome of the project. This uncertainty creates risk. This risk must be "handled" in some way or it will unfavorably impact the success of the proejct.
You are a Risk Manager: Learn the questions of Why, What and HowAnwar Ahmadabidin
You are a Risk Manager and a CEO of your life.
Keep a Diary of Risks for Personal, Small business, Big business is necessary to clear your mind from lots of things to do.
Learning from 'Fire-Fighting' problem, what is not written, is as good as forgotten.
Risk Management Planning can be simple or complicated.
If you focus the Why we need manage risk and the question of What and How to do it, will become easier.
This presentation slide is prepared for a 45 minutes talk to a group of fellow professional trainers in the process of learning. At the end of the session however, the group leader make a remark that she does not understand what I am selling or what is the next action do I want the audience to take. So, version 2.0 of this presentation is coming along soon.
Managing risk is critical to delivering complex and innovative software projects. I put this presentation together for dev leads at Microsoft UK to explain why and how.
This presentation was delivered as part of the corporate training that i conduct.
The sessions were for the project managers & Sr project managers, who are aspiring to be the program managers.
Agile Program Management Best PracticesPete Behrens
Pete Behrens presents a critical dependency to effective program management - the organization. He evaluates three key variables of focus, communication and transparency in the organization and how the organizational structure prevents or allows these elements to emerge.
A Program Management Approach to Business ContinuityBryghtpath LLC
In this presentation, Bryghtpath LLC Principal Consultant & CEO Bryan Strawser discussing using the principles of Program Management to take a different approach to business continuity strategies.
Business Continuity programs often grow organically within an organization based on need – or a single incident – rather than being planned and managed as a program from top to bottom. In this presentation, participants will learn how to design, implement, manage, and mature a business continuity program using the principles of program management.
Topics discussed in this presentation include the standards for Portfolio, Program, and Project Management; the strategic alignment of continuity & crisis management programs; using maturity models to chart the growth of your program, and governance. Additional topics will include business case development and program communication to senior executives and board members.
What are the differences between project and program management? How are they similar? What strategies are necessary for a successful transition from one to the other?
This presentation will address those questions and in addition provide practical guide lines and tips to those individuals aspiring be successful program managers as well as organizations that are in transition.
These slides address the importance of knowing what social contracts you have, those that people have made with you and those that you believe you have with others. Its gives a snapshot of how relationships can be interpreted correctly and incorrectly.
This presentation addresses past practices, present or best practices and next practices that will be needed for Succession Planning in order for organizations and leaders to be successful in the future.
This presentation was delivered as part of the corporate training that i conduct.
The sessions were for the project managers & Sr project managers, who are aspiring to be the program managers.
Agile Program Management Best PracticesPete Behrens
Pete Behrens presents a critical dependency to effective program management - the organization. He evaluates three key variables of focus, communication and transparency in the organization and how the organizational structure prevents or allows these elements to emerge.
A Program Management Approach to Business ContinuityBryghtpath LLC
In this presentation, Bryghtpath LLC Principal Consultant & CEO Bryan Strawser discussing using the principles of Program Management to take a different approach to business continuity strategies.
Business Continuity programs often grow organically within an organization based on need – or a single incident – rather than being planned and managed as a program from top to bottom. In this presentation, participants will learn how to design, implement, manage, and mature a business continuity program using the principles of program management.
Topics discussed in this presentation include the standards for Portfolio, Program, and Project Management; the strategic alignment of continuity & crisis management programs; using maturity models to chart the growth of your program, and governance. Additional topics will include business case development and program communication to senior executives and board members.
What are the differences between project and program management? How are they similar? What strategies are necessary for a successful transition from one to the other?
This presentation will address those questions and in addition provide practical guide lines and tips to those individuals aspiring be successful program managers as well as organizations that are in transition.
These slides address the importance of knowing what social contracts you have, those that people have made with you and those that you believe you have with others. Its gives a snapshot of how relationships can be interpreted correctly and incorrectly.
This presentation addresses past practices, present or best practices and next practices that will be needed for Succession Planning in order for organizations and leaders to be successful in the future.
Navigating the Software Testing Maze: Avoiding Common PitfallsAnanthReddy38
In the world of software development, testing stands as the guardian of quality, the gatekeeper that ensures applications meet user expectations. However, the path to successful testing is riddled with pitfalls that can lead to delayed releases, frustrated teams, and disappointed users. In this article, we will shine a light on some of the most common software testing pitfalls and provide guidance on how to avoid them.
Pitfall 1: Insufficient Test Planning
The Trap: Rushing into Testing
One of the most common pitfalls in testing is inadequate test planning. Skipping or rushing through this crucial step can lead to confusion, missed requirements, and poorly defined test cases.
The Solution: Comprehensive Test Planning
To avoid this pitfall, invest time in thorough test planning. Start by understanding the project’s objectives, defining test goals, and establishing clear test objectives. Develop a test strategy and create detailed test plans that cover scope, resources, schedules, and responsibilities. Involve stakeholders in the planning process to ensure alignment with project goals.
Pitfall 2: Neglecting Test Data
The Trap: Overlooking Data Needs
Test data is the lifeblood of testing. Neglecting to plan and manage test data can result in incomplete testing, inaccurate results, and overlooked defects.
The Solution: Data Management Strategy
Create a data management strategy that outlines data requirements for each test case. Ensure data availability, quality, and security. Implement data masking or anonymization techniques to protect sensitive information. Automate data provisioning to streamline testing processes and minimize data-related bottlenecks.
Pitfall 3: Inadequate Test Case Design
The Trap: Shallow Test Cases
Weak test case design can lead to superficial testing that misses critical scenarios and defects. Test cases should thoroughly cover application functionality, including edge cases and error conditions.
The Solution: Effective Test Case Design
Invest time in creating well-defined test cases. Utilize techniques like boundary value analysis, equivalence partitioning, and decision tables to identify test scenarios. Ensure test cases are clear, detailed, and cover positive and negative scenarios. Collaborate with development and business teams to validate test case completeness.
Pitfall 4: Manual Testing Overload
The Trap: Overreliance on Manual Testing
Relying solely on manual testing for repetitive and time-consuming tasks can hinder testing efficiency. Manual testing is prone to human error and is often less efficient for regression testing.
The Solution: Test Automation
Leverage test automation to increase testing efficiency and coverage. Automate repetitive test cases, regression tests, and smoke tests. Select appropriate test automation tools and frameworks and ensure regular maintenance to keep automated tests up to date.
Pitfall 5: Inadequate Regression Testing
The Trap: Neglecting Regression Testing
This presentation addresses the critical components of a lab safety program and how to be more effective in your program planning and adoption. Learn best practices for writing and disseminating safety procedures, rules and policies to reduce risk and injuries.
Six months ago, Confluence Cloud’s reliability for enterprise tenants was at an all time low. This is the story of how we turned things around - starting with the fundamentals of measuring everything, re-defining metrics to be insightful of actual customer pain, auditing end-to-end resilience. The most challenging part however, has been building the reliability habit. Beyond just devops best practices, this means empowering teams to own product stability front and center through practices and tools.
Speaker: Bob Mellinger, President, Attainium Corp
Chances are that while you read this, an unexpected disaster is causing an organization stress and
confusion and is affecting its long-term ability to provide products and services to its customers. Are the
organization‟s leaders prepared to handle it? Will they be able to recover? Disasters of every shape, size,
look and feel happen all the time, affecting businesses, people's jobs, lives and families. This session
has been designed to put you in the throes of a real-life disaster situation, as it unfolds. You will make
the critical decisions any organization will have to make - and deal with the consequences of those
Risk-based Testing: Not for the FaintheartedTechWell
If you’ve tried to make testing really count, you know that “risk” plays a fundamental part in deciding where to direct your testing efforts and how much testing is enough. Unfortunately, project managers often do not understand or fully appreciate the test team’s view of risk—until it is too late. Is it their problem or is it ours? After spending a year on a challenging project that was set up as purely a risk mitigation exercise, George Wilkinson saw first-hand how risk management can play a vital role in providing focus for our testing activities, and how sometimes we as testers need to improve our communication of those risks to the project stakeholders. George provides a foundation for anyone who is serious about understanding risk and employing risk-based testing on projects. He describes actions and behaviors we should demonstrate to ensure the risks are understood, thus allowing us to be more effective during testing.
6 Best Practices to Ensure Secure Web_Mobile Apps.pptx.pdfExpert App Devs
Is your app secure? Use this guide to quickly identify potential web and mobile app security risks and address them with the security best practices, tools and checklist included.
At some point, even experienced trainers, facilitators and managers find themselves standing before groups whose dynamics are all over the board. Everyone is expressing an opinion, ideas are flying at warp speed, emotions are high, disagreement is rampant, and some people are shutting down while others are rebelling against the process. Wouldn’t it be great to have the tools that allow you to regain control and confidently lead the group to effective results every time?
Join us and learn practical facilitation techniques to elevate your group handling skills and help you achieve amazing organizational results. Whether you facilitate focus groups, executive sessions, community gatherings or task forces doing activities such as strategy development, issue resolution, requirements analysis, process improvement, or action planning, this webinar will give you a comprehensive approach you can apply immediately.
**This web seminar was adapted from “The Effective Facilitator” – the first course accredited for covering the 30 Certified Master Facilitator (CMF) competencies.**
IDEAL FOR: Training and HR Professionals, Consultants, Facilitators, Functional Team Leaders/Managers, Executives, Project Managers, Sales Professionals, Analysts, and more
Similar to Ten rules for common sense program management (20)
Planning projects usually starts with tasks and milestones. The planner gathers this information from the participants – customers, engineers, subject matter experts. This information is usually arranged in the form of activities and milestones. PMBOK defines “project time management” in this manner. The activities are then sequenced according to the projects needs and mandatory dependencies.
Increasing the Probability of Project SuccessGlen Alleman
Risk Management is essential for development and production programs. Information about key cost, performance and schedule attributes are often uncertain or unknown until late in the program.
Risk issues that can be identified early in the program, which may potentially impact the program, termed Known Unknowns, can be alleviated with good risk management. -- Effective Risk Management 2nd Edition, Page 1, Edmund Conrow, American Institute of Aeronautics and Astronautics, 2003
Cost and schedule growth for complex projects is created when unrealistic technical performance expectations, unrealistic cost and schedule estimates, inadequate risk assessments, unanticipated technical issues, and poorly performed and ineffective risk management, contribute to project technical and programmatic shortfalls
From Principles to Strategies for Systems EngineeringGlen Alleman
From Principles to Strategies How to apply Principles, Practices, and Processes of Systems Engineering to solve complex technical, operational,
and organizational problems
Building a Credible Performance Measurement BaselineGlen Alleman
Establishing a credible Performance Measurement Baseline, with a risk adjusted Integrated Master Plan and Integrated Master Schedule, starts with the WBS and connects Technical Measures of progress to Earned Value
Capabilities‒Based Planning the capabilities needed to accomplish a mission or fulfill a business strategy
Only when capabilities are defined can we start with requirements elicitation
Starting with the development of a Rough Order of Magnitude (ROM) estimate of work and duration, creating the Product Roadmap and Release Plan, the Product and Sprint Backlogs, executing and statusing the Sprint, and informing the Earned Value Management Systems, using Physical Percent Complete of progress to plan.
Program Management Office Lean Software Development and Six SigmaGlen Alleman
Successfully combining a PMO, Agile, and Lean / 6 starts with understanding what benefit each paradigm brings to the table. Architecting a solution for the enterprise requires assembling a “Systems” with processes, people, and principles – all sharing the goal of business improvement.
This resource document describes the Program Governance Road map for product development, deployment, and sustainment of products and services in compliance with CMS guidance, ITIL IT management, CMMI best practices, and other guidance to assure high quality software is deployed for sustained operational success in mission critical domains.
1. TEN RULES FOR COMMON
SENSE PROGRAM
MANAGEMENT
The basis of these ten rules is guided by work of Col. Lee Battle
(USAF), the director of the Corona/Discover satellite system
2. Corona, first launched in 1959, was a military reconnaissance satellite operated by the CIA
used for photo surveillance of the Soviet Union. The novel and movie Ice Station Zebra was
based on a missing film canister from Discover, a Corona follow on vehicle.
2
3. Ten Rules of Common Sense Program
3
Management
1. Put Together The Right 6. Make The Program
Team Schedule The Leading
Metric
2. Execute Or Suffer The 7. Solve Problems When
Consequences They Appear
3. Establish A Credible 8. Test And Verify
Baseline
4. Control The Baseline 9. Communicate
5. Manage Risk 10. Deliver
4. 1. Put Together The Right Team
4
Acquire the best people possible, empower then
with enough authority to do their jobs, and hold
them accountable
Organize to be lean and mean
Build and maintain healthy, open, professional
relationships with team members, counterparts, and
suppliers
5. 2. Execute or Suffer the Consequences
5
The program manager is the “Captain of the ship”
Treat your time like it is gold
All communications must relate to program
execution and coordination
You can get help on anything other than taking
responsibility for executing the program
6. 3. Establish A Credible Baseline
6
An improperly baselined program can not be
successfully executed
Pay attention to systems engineering, requirements
analysis, management, and traceability, change
control, design reviews, and test and verification
planning
7. 4. Control the Baseline
7
The baseline is the lifeblood of the program
Uncontrolled changes can destroy a program
All changes impact the baseline
Do not accept changes that increase risk
Always have a prioritized set of requirements in
your pocket
8. 5. Manage Risk
8
Risk never goes away on its own
Robust and proactive risk management is always
required
Know the program’s risks and who owns them
Eliminating risk is not feasible
Don’t let risk management become a reporting
process – use it to manage the prorgam
9. 6. Make The Program Schedule The
9
Leading Indicator
Establish an Integrated Master Schedule (IMS) and
Integrated Master Plan (IMP) based on assessments
of increasing program maturity
Know the critical and near-critical paths and the
dependencies
Manage the critical path the resources
10. 7. Solve Problems When They Appear
10
Hit failures hard, unresolved problems will haunt the
program
Prepare for problems
11. 8. Test and Verify
11
One test is worth a thousand opinions
“test as you fly” means, testing must be as close as
the real thing as possible
Make decisions based on real data
12. 9. Communicate
12
Communication is more important than organizing
Information is power
Take control of the reporting process
Employ meetings with well defined agendas
13. 10. Deliver
13
It’s all about delivering the needed capabilities to
the user
Each requirement and deliverable must be tied to
the Concept of Operations (ConOps)
Getting something into the users hands early
provides feedback for the next block, spiral or
iteration